In the current climate, there is added pressure for tackling societal issues such as; unemployment, sustainable operations, poverty and crime (Huxham and Vagen, 1996). It has been proven that these societal issues are too large to concur alone (Hexham and Vagen, 1996). Soares (2013) argues that small-medium sized charities are developing innovative solutions for tackling such issues, however are failing when it comes to reaching a large audience. Therefore, large organisations are feeling the pressure to team up as a partnership to achieve common goals that relate to a societal issue (Soares, 2013). Large profit organisations such as retailers are joining forces with charities to collaborate and develop an Inter-Organisational relationship/partnership to share resources and skills to develop an innovative approach of raising money and creating awareness of social problems (Soares, 2013).
The purpose of the wiki is to identify whether partnerships/working with charities is a new trend in management. The wiki will firstly explore the history of inter-organisational relationships then identify the meaning of collaboration, partnerships and corporate social responsibility. There are two case study examples of large profit organisations; Marks and Spencer's and Nationwide, and how there collaboration with third sector organisations (Charities) is making a good impact on the society. It will then conclude with a thorough conclusion to whether this topic is a new trend in management.
2. History of Inter-Organisational Relations (IORs)
The study of Inter-Organisaional Relations (IORs) was established and the significance of formal organisation became clear when the scholars Marshal (1923), Weber (1947) and Selznick (1947) began to explore the aspects of IORs. This exploration resulted in an early root structure for modern studies of inter-organisational economies, sociology, political science (Cropper et al, 2008).
Oliver (1990) identified six critical contingencies of relation formation. Figure 1 presents the six contingencies, and these are the causes that prompted and encouraged organisations to establish inter-organisational relations.
Figure 2 is a table that presents the growth of research in Inter-organisational research over 5 decades. In the table, the first number in the cell reflects the number of times the topic appears in the title of a referred journal. The second number is the number that it is used in a subject term for a referred journal article. The third number is the number of times it appears in the text of referred journal articles (Cropper et al, 2008)
Analysing the data displayed in the table, it is evident that the topic “Inter-organisational relations” is still new and a potentially a method in today’s workplace and society. Although scholars started research in the early 1920’s, the table states that there is evidence of new academic research in to this study in the past decade. Adaptations made over the past year suggests that organisations apply IORs in their everyday operations. An example of this would be a relationship between an organisation and its key stakeholders.
2. Collaboration
“Collaboration can be defined as a positive form of working in association with others for some form of mutual benefit or outcome” (Huxham, 1996) Huxham and Vangen (2005) state that the world of collaboration is the world which it is possible to feel inspired. The academics argue that anything is possible through collaboration because you are not limited to the amount of resources and expertise (Huxham and Vangen, 2005).
The purpose for collaboration is organisations working as a unification with advancement of a shared vision with the delivery of a short-term project (Huxham and Vangen, 2005). Huxham (1996) believes that collaboration is valuable and can be a positive way of achieving something that would be difficult to achieve on your own. An example of this would be a large profit-organisation collaborating and joining forces with non-profit organisations to help achieve the same outcome. Holloway and Parmigiani (2016) argue that methods of collaboration are improved through repeated partnerships and how repeated partnerships also facilitate adaptation and responding to changing situations and uncertainty easier.
A recent study published in the Harvard Business Review found that in the past two decades, collaboration in the workplace and across organisations have increased by 50% (O’Farrell, 2016). With the barrier of entry to collaboration in the workplace and across organisations lowered, this suggests that this is considered a new trend in management. The increase in technology in the workplace enables the chance of collaboration within organisations with management and employees and makes it easier for companies to join forces and communication efficiently with other organisations.
3. Partnership
“A partnership is an arrangement which deliberately draws together the resources of specified partners to create capacity act regarding a defined objective or set of objectives” (Edwards et al, 2000)
Cropper et al (2008) identified two dimensions of partnerships/relationships:
Interactive: Exchange information or resources
Non-Interactive: Share attributes such as status, identity, cognitive structure, strategic positioning and technology
There has been an increasing emphasis on partnership working and collaboration with the third sector in the UK and this has been reflected in a growing academic literature (Rees et al, 2012). Organisations gain a variety of benefits from partnering/repeating partnerships with other organisations. Experiences such as coordination, collaboration, adaptation, improved resources enable organisation to fully engage with partners to meet their mutual goals and satisfy their cliental/target market (Holloway and Parmigiani, 2016). The Institute of Fundraising (2015) state that 67% of corporate income for charities are raised through retained partnerships and 33% through new relationships.
Table 1 is a table that presents the advantages and disadvantages of working in a partnership.
4. Corporate Social Responsibility (CSR)
“Corporate Social Responsibility is a concept whereby companies integrate social and environmental concerns in their business operation and in their interaction with their stakeholders on a voluntary basis” (Crowther and Aras, 2008) CSR is a concept which is dominant in business reporting and every corporation has a policy which is presented in an annual report or on a website detailing its activity (Crowther and Aras, 2008). Today, companies increasingly use CSR activities to position their corporate brand in the eyes of consumers and other stakeholders.
The topic Corporate Social Responsibility (CSR) appears to be reflected in theoretical and managerial discussions that argue “not only is it the right thing to do, but it also leads to doing thing better” (Lindgreen and Swaen, 2010). Thus, CSR has moved from thought to reality and many consider it necessary for organisation to define their roles in society and apply both ethical and social standards to their business and strategy (Lindgreen and Swaen, 2010). Today, many organisations are developing and improving their CSR strategies, however many struggle for the effort and are seeking ways to do so (Lindgreen and Swaen, 2010).
Figure 3 presents Crowther and Aras (2008) key 3 key principles of CSR:Sustainability: this principle is concerned with the effect which action taken in the present has an impact on the future of the organisation. An organisation should use its resources effectively to have a positive impact on sustainability (Crowther and Aras, 2008). Accountability: the following principle is when an organisation recognises that its action affect the external environment and therefore assumes responsibility for the effect of its actions (Crowther and Aras, 2008). Transparency: the following principle means that the external impact of actions of the organisation can be ascertained from an organisations reporting and pertinent facts are not disguised within that reporting (Crowther and Aras, 2008).
A recent study in the Internal Journal of Management Reviews paper argues that CSR has evolved along two avenues: moving away from discussion of the macro social effects to an organisational-level analysis of CSR and its impact on organisational processes and performances (Lindgreen and Swaen, 2010).
5. Third Sector Partnerships - Working with Charities
Since the 1980s, there has been a government concern to partner with third sector organisations. Partnership working became an important theme during the major administration in the 1990’s and driven forcibly by the policy of the last labour administration (Rees et al, 2012). Throughout the decade up to 2010, partnerships in the third sector aimed to make organisations more coherent and efficient (Rees et al, 2012). Today, the government are keen for organisation to promote ‘Big Society’ and ‘Working together’ as a community to create awareness and achieve success (Rees et al, 2012). In the corporate-NGO partnership barometer (2011), 92% of companies say reputation and credibility are the most important benefits of setting up partnerships with charities (Wiggins, 2011). In 2013, corporate support to charities was worth £470million, accounting for 2% of total NGO income in UK (Institute of Fundraising, 2015). 95% of respondents on a survey collected by the Institute of Fundraising (2015) listed corporate fundraising as an area of growth for their organisations and 64% of the charities were planing an increase in investment in their corporate partnership over the next decade.
This wiki will now explore examples of organisation who are in partnership with third sector organisations and how they have created an inter-organisational collaborative relationship.
5.1 Marks and Spencer's
Marks and Spencer’s is one of the UK’s leading retailers, with over 1,382 stores worldwide (M&S Annual Report, 2016). The organisation states that they are committed to delivering sustainable value for all stakeholders and are making every moment special through their high-quality products (M&S annual report, 2016). As part of their Plan A 2020, the organisation has joined forces with key partners and this includes engaging with customers on causes they care about, receiving shared expertise and, in some cases, helping us move towards more sustainable business models (M&S annual report, 2016).
In 2014, Marks and Spencer’s raised a total off £900,000 for local charities. In 2015, they aimed to achieve higher and become the world’s most sustainable retailer (Neighbourly, 2015). In October 2015, the retailer introduced a benefit called a ‘Sparks’ Card. Every time a customer swipes their card with each transaction, it generates a 1p donation from the company (Lake, 2016). The card is designed to inspire and motivate employees and support customers around the country to take part in the 24 community projects (Lake, 2015). All donations are benefiting the 9 charities that are in partnership with the multi-channel retailer, and these are listed in the clip above (Lake, 2016).
"Each time you shop, you spark something good. Thank you" (Marks and Spencer's, 2016)
The organisation has stated that their achievements of Plan A have only been possible because of their partnerships and relations with different organisations. They have benefitted greatly from the advancement of resources and expertise which have enabled them to understand what changes are required to become more sustainable (Marks and Spencer’s, 2016). Being able to collaborate with other organisations has enables them to adapt their product like and make them more environmentally friendly.
5.1.1 World Wildlife Fund
The following mind map displays how Marks and Spencer's have used their partnership with the World Wildlife Fund to their advantage and used resources of raising money to fund projects the WWF have been working on. It also displays how they have used their partners resources to improve their current operations and help meet their 2020 goal of becoming the most sustainable retailer (M&S Annual Report, 2016).
5.2 Nationwide Building Society
Nationwide are the world’s largest building society with their headquarters based in Swindon (Nationwide, 2017). The organisation is made up of hundreds of mergers, most notable its merger with Anglia Building Society in 1987 and Portman Building Society in 2007 (Nationwide, 2017). The company has a market share of 7.1% of current accounts and was ranked number 1 for customer service satisfaction (Nationwide, 2017).
As part of the organisations Corporate social responsibility, they have created a partnership with various third sector charities to collaborate and meet an overall outcome. Nationwide work with Macmillan Cancer Support, Shelter and Disability Sport Events. They also support any charities that their employees which to support too and do this through their branches (Nationwide, 2017).
5.2.1 Macmillan
“Without the guidance, support and collaboration our partnership brings, the success they are achieving would not be possible” (Macmillan, 2017) For the past 23 years, Nationwide and Macmillan have been in partnership and in 2014, this collaboration was awarded Corporate National Partnership of the Year with a financial institution at the Charity Times Award (Macmillan, 2017). On the Macmillan website, the charity has stated that Nationwide part-fund the Macmillan Financial Guidance Service which supports people who are affected by cancer in the financial services sector. In 2015, the service provided advice to 5,733 people and identified £1.9 million in financial gains.
On 9th September 2016, Nationwide published a post encouraging the community to get involved and host their own Coffee Morning. The power of this partnership is that despite Macmillan being a large, well known charity, Nationwide have an employee base of over 18,000 employees and serve millions of customers annually (Nationwide, 2016), therefore the exposure and publicity that the organisation Nationwide provides will benefits the charity and CSR for the organisation.
6. Conclusion
In conclusion, it is evident that large organisations working with third sector organisations such as charities is a common practice and has been for the last two decades. Therefore, this would suggest that this method is still new to the society as it is known that tackling such societal issues are too large to concur alone (Huxham and Vagen, 2008). With added pressure, there is a constant demand for collaborative working in the market to achieve success when tackling societal issues and improving a company’s brand because charities are finding this tough alone (Soares, 2013).
In terms of Corporate Social Responsibility, the method has move from thought to reality and organisation are defining their roles in society and applying ethical and social standards to their overall business strategy (Lindgreen and Swaen, 2010). Marks and Spencer’s are a good example of this. They portray how using their partnership and Inter-organisational relations to their advantage is not only benefitting the society, but it is also improving how they operate as an organisation through sustainable sourcing and products. They plan to operate like this so they can achieve their business goal of being the most sustainable retailer by 2020. This suggests that partnering with charities is a strategic approach to management.
Furthermore, statistics show that in 2013, corporate partnerships with charities was worth £470 million accounting for 2% of total NGO income in the UK (Institute of Fundraising, 2015). This confirms that this is a common method of work across a variety of large organisations and would be considered a trend in management. 95% of organisations listed in a survey that collaborating with charities is a growing interest and they are going to extend their current partnerships and create new partnerships in the future (Institute of Fundraising, 2015). Marks and Spencer’s and Nationwide are two examples of large retailers who set a great example of creating and retaining partnerships with charities and portray how this has been a success for them and is situated at the heart of their business. These case studies along with the statistics displayed suggests that this will be a growing trend in management in the ongoing future.
2. CROPPER, S., EBERS, M., HUXHAM, C. & RING, P. S. 2008. Introducing Inter-Organisational Relations. In: CROPPER, S., EBERS, M., HUXHAM, C. & RING, P. S. (eds.) The Oxford Handbook of Inter-Organizational Relations. Oxford University Press, USA.
3. Crowther, D. and Aras, G. (2008). Corporate social responsibility. 1st ed. Aldershot, England: Ashgate.
4. Financial Times, (2016). Defining Corporate Social Responsibility. [online] Available at: http://lexicon.ft.com [Accessed 4 Feb. 2017].
17. OLIVER, C. 1990. Determinants of Inter-Organisational Relationships: Integration and Future Directions. The Academy of Management Review, 15, 241-265.
22. YouTube. (2015). The Power of Collaboration, Shared Values and Partnerships. [Online Video]. 26 May 2015. Available from: https://www.youtube.com/watch?v=AEKFoi3yF28. [Assessed: 24 January 2017].
23. YouTube. (2016). M&S Sparks: A thank you to our charity partners. [Online Video]. 18 December 2015. Available from: https://www.youtube.com/watch?v=j5cucfjzOmw. [Assessed: 31 January 2017].
24. YouTube. (2016). Macmillan’s World’s Biggest Coffee Morning TV Advert | Nationwide Building Society. [Online Video].[Online Video]. 07 September 2016. Available from: https://www.youtube.com/watch?v=idAmG-dACis. [Assessed: 23 January 2017].
Table of Contents
1. Introduction
In the current climate, there is added pressure for tackling societal issues such as; unemployment, sustainable operations, poverty and crime (Huxham and Vagen, 1996). It has been proven that these societal issues are too large to concur alone (Hexham and Vagen, 1996). Soares (2013) argues that small-medium sized charities are developing innovative solutions for tackling such issues, however are failing when it comes to reaching a large audience. Therefore, large organisations are feeling the pressure to team up as a partnership to achieve common goals that relate to a societal issue (Soares, 2013). Large profit organisations such as retailers are joining forces with charities to collaborate and develop an Inter-Organisational relationship/partnership to share resources and skills to develop an innovative approach of raising money and creating awareness of social problems (Soares, 2013).The purpose of the wiki is to identify whether partnerships/working with charities is a new trend in management. The wiki will firstly explore the history of inter-organisational relationships then identify the meaning of collaboration, partnerships and corporate social responsibility. There are two case study examples of large profit organisations; Marks and Spencer's and Nationwide, and how there collaboration with third sector organisations (Charities) is making a good impact on the society. It will then conclude with a thorough conclusion to whether this topic is a new trend in management.
2. History of Inter-Organisational Relations (IORs)
The study of Inter-Organisaional Relations (IORs) was established and the significance of formal organisation became clear when the scholars Marshal (1923), Weber (1947) and Selznick (1947) began to explore the aspects of IORs. This exploration resulted in an early root structure for modern studies of inter-organisational economies, sociology, political science (Cropper et al, 2008).Oliver (1990) identified six critical contingencies of relation formation. Figure 1 presents the six contingencies, and these are the causes that prompted and encouraged organisations to establish inter-organisational relations.
Figure 2 is a table that presents the growth of research in Inter-organisational research over 5 decades. In the table, the first number in the cell reflects the number of times the topic appears in the title of a referred journal. The second number is the number that it is used in a subject term for a referred journal article. The third number is the number of times it appears in the text of referred journal articles (Cropper et al, 2008)
2. Collaboration
“Collaboration can be defined as a positive form of working in association with others for some form of mutual benefit or outcome” (Huxham, 1996)
Huxham and Vangen (2005) state that the world of collaboration is the world which it is possible to feel inspired. The academics argue that anything is possible through collaboration because you are not limited to the amount of resources and expertise (Huxham and Vangen, 2005).
The purpose for collaboration is organisations working as a unification with advancement of a shared vision with the delivery of a short-term project (Huxham and Vangen, 2005). Huxham (1996) believes that collaboration is valuable and can be a positive way of achieving something that would be difficult to achieve on your own. An example of this would be a large profit-organisation collaborating and joining forces with non-profit organisations to help achieve the same outcome. Holloway and Parmigiani (2016) argue that methods of collaboration are improved through repeated partnerships and how repeated partnerships also facilitate adaptation and responding to changing situations and uncertainty easier.
A recent study published in the Harvard Business Review found that in the past two decades, collaboration in the workplace and across organisations have increased by 50% (O’Farrell, 2016). With the barrier of entry to collaboration in the workplace and across organisations lowered, this suggests that this is considered a new trend in management. The increase in technology in the workplace enables the chance of collaboration within organisations with management and employees and makes it easier for companies to join forces and communication efficiently with other organisations.
3. Partnership
“A partnership is an arrangement which deliberately draws together the resources of specified partners to create capacity act regarding a defined objective or set of objectives” (Edwards et al, 2000)
Cropper et al (2008) identified two dimensions of partnerships/relationships:
There has been an increasing emphasis on partnership working and collaboration with the third sector in the UK and this has been reflected in a growing academic literature (Rees et al, 2012). Organisations gain a variety of benefits from partnering/repeating partnerships with other organisations. Experiences such as coordination, collaboration, adaptation, improved resources enable organisation to fully engage with partners to meet their mutual goals and satisfy their cliental/target market (Holloway and Parmigiani, 2016). The Institute of Fundraising (2015) state that 67% of corporate income for charities are raised through retained partnerships and 33% through new relationships.
Table 1 is a table that presents the advantages and disadvantages of working in a partnership.
4. Corporate Social Responsibility (CSR)
“Corporate Social Responsibility is a concept whereby companies integrate social and environmental concerns in their business operation and in their interaction with their stakeholders on a voluntary basis” (Crowther and Aras, 2008)
CSR is a concept which is dominant in business reporting and every corporation has a policy which is presented in an annual report or on a website detailing its activity (Crowther and Aras, 2008). Today, companies increasingly use CSR activities to position their corporate brand in the eyes of consumers and other stakeholders.
The topic Corporate Social Responsibility (CSR) appears to be reflected in theoretical and managerial discussions that argue “not only is it the right thing to do, but it also leads to doing thing better” (Lindgreen and Swaen, 2010). Thus, CSR has moved from thought to reality and many consider it necessary for organisation to define their roles in society and apply both ethical and social standards to their business and strategy (Lindgreen and Swaen, 2010). Today, many organisations are developing and improving their CSR strategies, however many struggle for the effort and are seeking ways to do so (Lindgreen and Swaen, 2010).
Figure 3 presents Crowther and Aras (2008) key 3 key principles of CSR:Sustainability: this principle is concerned with the effect which action taken in the present has an impact on the future of the organisation. An organisation should use its resources effectively to have a positive impact on sustainability (Crowther and Aras, 2008).
Accountability: the following principle is when an organisation recognises that its action affect the external environment and therefore assumes responsibility for the effect of its actions (Crowther and Aras, 2008).
Transparency: the following principle means that the external impact of actions of the organisation can be ascertained from an organisations reporting and pertinent facts are not disguised within that reporting (Crowther and Aras, 2008).
A recent study in the Internal Journal of Management Reviews paper argues that CSR has evolved along two avenues: moving away from discussion of the macro social effects to an organisational-level analysis of CSR and its impact on organisational processes and performances (Lindgreen and Swaen, 2010).
5. Third Sector Partnerships - Working with Charities
Since the 1980s, there has been a government concern to partner with third sector organisations. Partnership working became an important theme during the major administration in the 1990’s and driven forcibly by the policy of the last labour administration (Rees et al, 2012). Throughout the decade up to 2010, partnerships in the third sector aimed to make organisations more coherent and efficient (Rees et al, 2012). Today, the government are keen for organisation to promote ‘Big Society’ and ‘Working together’ as a community to create awareness and achieve success (Rees et al, 2012). In the corporate-NGO partnership barometer (2011), 92% of companies say reputation and credibility are the most important benefits of setting up partnerships with charities (Wiggins, 2011). In 2013, corporate support to charities was worth £470million, accounting for 2% of total NGO income in UK (Institute of Fundraising, 2015). 95% of respondents on a survey collected by the Institute of Fundraising (2015) listed corporate fundraising as an area of growth for their organisations and 64% of the charities were planing an increase in investment in their corporate partnership over the next decade.
This wiki will now explore examples of organisation who are in partnership with third sector organisations and how they have created an inter-organisational collaborative relationship.
5.1 Marks and Spencer's
Marks and Spencer’s is one of the UK’s leading retailers, with over 1,382 stores worldwide (M&S Annual Report, 2016). The organisation states that they are committed to delivering sustainable value for all stakeholders and are making every moment special through their high-quality products (M&S annual report, 2016). As part of their Plan A 2020, the organisation has joined forces with key partners and this includes engaging with customers on causes they care about, receiving shared expertise and, in some cases, helping us move towards more sustainable business models (M&S annual report, 2016).
In 2014, Marks and Spencer’s raised a total off £900,000 for local charities. In 2015, they aimed to achieve higher and become the world’s most sustainable retailer (Neighbourly, 2015). In October 2015, the retailer introduced a benefit called a ‘Sparks’ Card. Every time a customer swipes their card with each transaction, it generates a 1p donation from the company (Lake, 2016). The card is designed to inspire and motivate employees and support customers around the country to take part in the 24 community projects (Lake, 2015). All donations are benefiting the 9 charities that are in partnership with the multi-channel retailer, and these are listed in the clip above (Lake, 2016).
"Each time you shop, you spark something good. Thank you" (Marks and Spencer's, 2016)
The organisation has stated that their achievements of Plan A have only been possible because of their partnerships and relations with different organisations. They have benefitted greatly from the advancement of resources and expertise which have enabled them to understand what changes are required to become more sustainable (Marks and Spencer’s, 2016). Being able to collaborate with other organisations has enables them to adapt their product like and make them more environmentally friendly.
5.1.1 World Wildlife Fund
The following mind map displays how Marks and Spencer's have used their partnership with the World Wildlife Fund to their advantage and used resources of raising money to fund projects the WWF have been working on. It also displays how they have used their partners resources to improve their current operations and help meet their 2020 goal of becoming the most sustainable retailer (M&S Annual Report, 2016).
5.2 Nationwide Building Society
Nationwide are the world’s largest building society with their headquarters based in Swindon (Nationwide, 2017). The organisation is made up of hundreds of mergers, most notable its merger with Anglia Building Society in 1987 and Portman Building Society in 2007 (Nationwide, 2017). The company has a market share of 7.1% of current accounts and was ranked number 1 for customer service satisfaction (Nationwide, 2017).As part of the organisations Corporate social responsibility, they have created a partnership with various third sector charities to collaborate and meet an overall outcome. Nationwide work with Macmillan Cancer Support, Shelter and Disability Sport Events. They also support any charities that their employees which to support too and do this through their branches (Nationwide, 2017).
5.2.1 Macmillan
“Without the guidance, support and collaboration our partnership brings, the success they are achieving would not be possible” (Macmillan, 2017)
For the past 23 years, Nationwide and Macmillan have been in partnership and in 2014, this collaboration was awarded Corporate National Partnership of the Year with a financial institution at the Charity Times Award (Macmillan, 2017). On the Macmillan website, the charity has stated that Nationwide part-fund the Macmillan Financial Guidance Service which supports people who are affected by cancer in the financial services sector. In 2015, the service provided advice to 5,733 people and identified £1.9 million in financial gains.
On 9th September 2016, Nationwide published a post encouraging the community to get involved and host their own Coffee Morning. The power of this partnership is that despite Macmillan being a large, well known charity, Nationwide have an employee base of over 18,000 employees and serve millions of customers annually (Nationwide, 2016), therefore the exposure and publicity that the organisation Nationwide provides will benefits the charity and CSR for the organisation.
6. Conclusion
In conclusion, it is evident that large organisations working with third sector organisations such as charities is a common practice and has been for the last two decades. Therefore, this would suggest that this method is still new to the society as it is known that tackling such societal issues are too large to concur alone (Huxham and Vagen, 2008). With added pressure, there is a constant demand for collaborative working in the market to achieve success when tackling societal issues and improving a company’s brand because charities are finding this tough alone (Soares, 2013).In terms of Corporate Social Responsibility, the method has move from thought to reality and organisation are defining their roles in society and applying ethical and social standards to their overall business strategy (Lindgreen and Swaen, 2010). Marks and Spencer’s are a good example of this. They portray how using their partnership and Inter-organisational relations to their advantage is not only benefitting the society, but it is also improving how they operate as an organisation through sustainable sourcing and products. They plan to operate like this so they can achieve their business goal of being the most sustainable retailer by 2020. This suggests that partnering with charities is a strategic approach to management.
Furthermore, statistics show that in 2013, corporate partnerships with charities was worth £470 million accounting for 2% of total NGO income in the UK (Institute of Fundraising, 2015). This confirms that this is a common method of work across a variety of large organisations and would be considered a trend in management. 95% of organisations listed in a survey that collaborating with charities is a growing interest and they are going to extend their current partnerships and create new partnerships in the future (Institute of Fundraising, 2015). Marks and Spencer’s and Nationwide are two examples of large retailers who set a great example of creating and retaining partnerships with charities and portray how this has been a success for them and is situated at the heart of their business. These case studies along with the statistics displayed suggests that this will be a growing trend in management in the ongoing future.
7. References
1. Careerride. (2017). What are the advantages and disadvantages of partnership firms?. [online] Available at: http://www.careerride.com/fa-partnership-firms-advantages-disadvantages.aspx [Accessed 28 Jan. 2017].
2. CROPPER, S., EBERS, M., HUXHAM, C. & RING, P. S. 2008. Introducing Inter-Organisational Relations. In: CROPPER, S., EBERS, M., HUXHAM, C. & RING, P. S. (eds.) The Oxford Handbook of Inter-Organizational Relations. Oxford University Press, USA.
3. Crowther, D. and Aras, G. (2008). Corporate social responsibility. 1st ed. Aldershot, England: Ashgate.
4. Financial Times, (2016). Defining Corporate Social Responsibility. [online] Available at: http://lexicon.ft.com [Accessed 4 Feb. 2017].
Holloway, S. and Parmigiani, A. (2016). FRIENDS AND PROFITS DON'T MIX: THE PERFORMANCE IMPLICATIONS OF REPEATED PARTNERSHIPS. [online] 56(2), pp.p460-478. Available at: http://eds.b.ebscohost.com/eds/pdfviewer/pdfviewer?sid=f1e308a9-74cb-4dae-824d-c7086306aa71%40sessionmgr104&vid=3&hid=104 [Accessed 28 Jan. 2017].
5. Huxham, C. (1996). Creating collaborative advantage. 1st ed. London: Sage Publications.
6. HUXHAM, C. & VANGEN, S., 2005, Managing to collaborate: the theory and practice of collaborative advantage.
7. Huxham, C. and Vangen, S. (1996). Working together: Key themes in the management of relationships between public and non-profit organisations. [online] (0951-3558). Available at: https://www.deepdyve.com/lp/emerald-publishing/working-together-key-themes-in-the-management-of-relationships-between-x0zTvB3LPK? [Accessed 19 Jan. 2017].
8. Lake, H. (2015). M&S Sparks club card to generate 1p donation for each use | UK Fundraising. [online] UK Fundraising. Available at: https://fundraising.co.uk/2015/10/15/ms-sparks-club-card-to-generate-1p-donation-for-each-use/#.WIYJpHecbBJ [Accessed 23 Jan. 2017].
9. Lake, H. (2016). M&S Sparks card raises £1m for charities | UK Fundraising. [online] UK Fundraising. Available at: https://fundraising.co.uk/2016/06/14/ms-sparks-card-raises-1m-charities/#.WIYHzHecbBJ [Accessed 23 Jan. 2017].
10. Lindgreen, A. and Swaen, V. (2010). Corporate Social Responsibility. International Journey of Management Reviews. [online] Available at: http://onlinelibrary.wiley.com/doi/10.1111/j.1468-2370.2009.00277.x/full#b28 [Accessed 5 Feb. 2017].
11. M&S, (2016). PLAN A 2016 ANNUAL REPORT. [online] Marks and Spencer's. Available at: http://annualreport.marksandspencer.com/M&S_PlanA_Report_2016.pdf [Accessed 20 Jan. 2017].
12. Macmillan. (2017). Our partnership with Nationwide - Working with us - Macmillan Cancer Support. [online] Available at: http://www.macmillan.org.uk/about-us/working-with-us/corporate-partners/nationwide.html [Accessed 1 Feb. 2017].
13. Nationwide. (2017). Life's better when we share. [online] Available at: http://your.nationwide.co.uk/your-news/articles/Pages/Life's-better-when-we-share.aspx. [Accessed 1 Feb. 2017].
14. Nationwide. (2017). Our History | Nationwide. [online] Available at: http://www.nationwide.co.uk/about/corporate-information/our-history [Accessed 2 Feb. 2017].
15. Neighbourly. (2015). Welcome M&S Charities of the Year. [online] Available at: https://www.neighbourly.com/blog/welcome-ms-charities-of-the-year [Accessed 20 Jan. 2017].
16. O'Farrell, J. (2016). Collaboration Trends in the Modern Workplace. [Blog] Available at: https://www.smartsheet.com/blog/collaboration-trends-modern-workplace [Accessed 26 Jan. 2017].
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